OPERATIONS ANALYSIS

CURRENT OPERATIONS

• How do we forge positive lasting relationships and replicate the process with other potential clients?

• How do we coordinate communication?

Potential Clients

2

CURRENT OPERATIONS PROCEDURES

• Communicating with New Clients• Provide clients with timelines regarding implementation of

service• Provide implementation status updates to ensure client

expectations are met• Current Clients

• Levels of service• Exceed expectations• Offer “value added” services to our clients• Provide high quality customer service to all of our clients• Ask clients for feedback on their experience with MOESC• Offer service level agreements

Forging Lasting Client Relationships

3

CURRENT OPERATIONS PROCEDURES

• Managing Client Exit• Communicate client exit with the correct staff at MOESC• Conduct a “client exit” interview• Evaluate reasons for exit

• Competition charging less• Competition charging the same, but offers additional services as a

value added• District/school eliminating program/service

• Address the issue and take corrective action• Analyze the impact to the revenue stream

4

BILLING SNAPSHOT

5

CURRENT INQUIRIES/COMPLAINTS PROCESS SNAPSHOT

6

Constructing a New Path to Success

7

CONSTRUCTING MARKETING CAMPAIGNS

• Branding

• Leverage social media• Publish “who we are” and “how we can help” information• Ads on Facebook, Twitter and Instagram

8

Tracking Relationships with MOESC

9

Constructing corrective action• Client Relationship Management (CRM)

Initial Contact (LEAD)

Lead created in CRM

Information provided to lead and documented in CRM

Lead becomes client, documented in CRM

Services provided to client, documented in CRM

Client exit logged along with any reasons provided

A lead can come in via web, email,fax, phone, regular mail

A record is created

Record is annotated to show information requested is sent to the district/school. Record is marked for follow up.

Lead changes to CLIENT.

All services, calls/inquiries/complaintsare recorded in client CRM record.

If we lose the client, we record as much information regarding WHY.

CONSTRUCTING DATA INTEGRATIONS

11

CONSTRUCTING EFFECTIVE DATA PLAN

•Data will enable us to:•Monitor our clients•Identify trends•Provide data driven answers

•Provide Executive Team with the data to make informed and strategic business decisions

12

CONSTRUCTING OPEN LINES OF COMMUNICATION

• Survey MOESC Staff (anonymously)• Example questions:

• What are the strengths of the MOESC?• How do you suggest we improve?• What do you see as obstacles to MOESC’s success?• How are we similar to our competition?• How are we different?

• Survey ALL MOESC clients (anonymously)• Example questions:

• How would you describe the level of customer service you receive from MOESC?

• (1) Excellent (2) Good (3) Poor• How would you describe the service you receive from MOESC?

• (1) Excellent (2) Good (3) Poor

Survey software must have built in Business Intelligence tools13

CONSTRUCTING CONSISTENT BUSINESS PRACTICES

• Business Rules• All departments providing billable services must have

business rules so staff are fully aware of our processes• Must be created by the department• Submitted to Business Office for approval. • Presented to Superintendent.

14

CONSTRUCTING OPERATION PROCEDURES AND RULES

• Create clear, consistent customer service expectations

• Electronically published and accessible by staff

Standard Operation Procedures

and Business

Rules

15

CONSTRUCTING CONSISTENT BILLING PROCESSES

Evaluate effectiveness of Systems 3000 for anESC

16

RE-ORG STRATEGY

• Open lines of communication across the Commission

• Democratic decision making processes, i.e., regular meetings and opportunities to provide feedback

• Quarterly staff meetings: “Town Hall” style meetings to provide the entire staff with a status of the Commission.

17

ROAD TO SUCCESS

• Flexibility• Precision• Efficiency• Infusion of

Technology Solutions

• Flexibility – Modify our business rules when the market or client decisions call for us to go in a different direction. This must be done quickly to keep our competitors off of our client’s radar.

• Change the mindset from “NO” to “WHY NOT?”.

• Precision – Reduce error rate in billing. Processes must be looked at to determine why the mistakes are being made and corrective action must take place.

• Efficiency – “Closing the loop” – Inquiries, complaints, comments must not only be addressed, but followed up to ensure customer satisfaction. Proactive vs. Reactive.

• Business rules and operating procedures will help us operate in an efficient manner.

• Technology Solutions – With the correct I.T solutions in place, automation will replace manually driven processes and eliminate bottlenecks. This is one of the KEYS to our success. No business process should stop because a staff member is on vacation or out sick.

18